Auditing performance management practices: a comparison of Canadian sport organisations Online publication date: Sun, 15-Feb-2009
by Joanne MacLean
International Journal of Sport Management and Marketing (IJSMM), Vol. 5, No. 3, 2009
Abstract: Performance management purports to analyse and link the achievements in employee performance to the strategic direction and performance of the overall organisation. It is considered a method for strategically managing the organisation and commonly involves a cycle of planning, assessing, managing and reviewing. The purpose of this study was to identify and contrast the performance management practices within the small sport/recreation organisations representing the nonprofit, commercial and public sectors of the Canadian sport industry. Specifically, interviews (n = 20) with key executives from the organisation (n = 13) and document analyses were used to conduct a performance management audit. The results indicated that no sector of the sport industry is superior in practicing performance management and issues with communication, evaluating individual performance and integrating employee and organisational performance objectives exist. The recommendations for future research are provided.
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